Are there real teams functioning within the organization or are they just nominal groups?

What behaviors, tasks and deliverables does management/leadership reward?

Staff –

What is the size of the organization?

What are the staffing needs?

Are there gaps in required capabilities or resources?

What is the plan to address those needs?

Skills –

What skills are used to deliver the core products and/or services? Are these skills sufficiently present and available?

Are there any skill gaps?

What is the organization known for doing well?

Do the employees have the right capabilities to do their jobs?

How are skills monitored, assessed, and improved?

Once the questions are answered, the data should be examined. The analysis should look for the following aspects:

Consistency

Alignment

Conflicts

Gaps

Support

Strengths

Weaknesses

The uses of the model can be as a static picture to determine how effectively the organization is implementing its strategy. Also, it can be used two-fold with a current state and an intended future state. By comparing the current and future states, gaps can be assessed, which lead to improvement and action plans. That latter case makes enables the model to be used for large scale change.

-Summary-

Like any model, there are good fits and poor fits. This is a handy model for taking a snapshot and comparing that to the desired state or improvement. It visually shows how everything is linked and understanding the larger implications of change can be very revealing. It is much like how a general doctor can help diagnose a patient’s situation, but the fine-tuned skill of a surgeon can be used to make the specific, desired changed.